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Planning-performance theory suggests that formal planning has a positive impact on performance. Accordingly, traditional project management methodologies advocate formal planning as an essential process in any project. However, alternative recent project management methodologies (e.g., Agile) promote less focus on a formal planning process at the start of a project. In this article, we question when formal planning is effective, when it is counterproductive, and which planning approach (strategic or tactical) is more effective for various project risk levels and performance dimensions (efficiency and effectiveness). Results from analyzing 2002 projects suggest that strategic planning has a higher value than tactical planning. Furthermore, tactical planning has a negative impact on project efficiency in low-risk projects as it increases project duration and cost but adds little value. In practice, in low-risk projects, managers may limit their focus on counterproductive tactical practices, such as risk, and procurement planning, and focus instead on long-term strategic planning, such as human resources planning. Theoretically, this article sets boundaries of effectiveness for planning-performance theory and advances the literature on the planning fallacy.

Introduction The topic of healthcare human resource planning for diagnostic radiographers has received limited research attention to date. This research is concerned with developing a framework that can be used to determine diagnostic radiographer staffing requirements at a unit- or department level (i.e. at the micro-level). Methods An inductive approach is applied to formulate requirement specifications that inform the development of the framework. A number of verification and validation activities are performed, including theoretical verification and a case study application. Results The diagnostic radiographer staffing framework consists of seven steps that comprise a workload-based approach to determining the number of full time equivalent diagnostic radiographers that are required for each modality, or group of modalities. Both clinical and non-clinical activities are considered, and guidance is provided on calculating staffing requirements to cover leave allowances. A number of potential approaches to determining activity times are also discussed. Conclusion The framework represents a holistic approach to determining the required number of diagnostic radiographers at a practice-level, that is designed to remain relevant as technological advances are made in the field of diagnostic radiography. Implications for practice By providing a practical guideline, with accompanying examples, the framework is expected to hold value for individuals involved in the management of diagnostic radiography practices. The framework proposes an approach to a topic that affects every radiography practice in operation yet has received limited attention in literature to date.

Problem Undergraduate nursing students remain an underutilised workforce within healthcare. This paper explores the establishment of a Registered Undergraduate Students of Nursing (RUSON) model through a university and healthcare partnership. Background Nursing continues to adapt to increasingly complex patient populations. Initiatives are needed to enable nurses to focus on patients’ care needs amidst increasing healthcare costs. This study identifies opportunities and strategies for engaging undergraduate nursing students as part of the healthcare workforce through the RUSON model, from the perspective of nurse leaders. Aim This project aimed to explore nurse leaders’ perspectives surrounding implementation of a RUSON model. Method A qualitative exploratory design was employed for this study. Thematic analysis from a focus group with the nurse leaders was undertaken. Findings Two key themes were identified from the analysis, i) Establishing the RUSON; with sub-themes: “Who are RUSONs?”, “You are not on clinical placement” and “The importance of inclusivity” and ii) Benefits of the RUSONs; with sub-themes: “Addressing patient care needs”, “Value to the nursing team” and “Creating future ready employees”. Participants identified barriers that were overcome, subsequently leading to the model being considered advantageous to the clinical environment. Discussion The establishment of a RUSON workforce in acute care settings brings with it benefits to the nursing staff and the RUSONs themselves. In order to successfully embed a RUSON model in an organisation, it is important to collaborate with the nursing leadership team in the implementation process. Conclusion A RUSON workforce is an appropriate human resource strategy, both at the immediate point of implementation and longitudinally, as a recruitment strategy for future employment. Successful implementation of a RUSON model requires engagement and collaboration with nursing leaders.

Product-technology roadmapping is one of the major planning tools for integrating the company's strategic objectives and current plans. The roadmapping process itself helps to create collaborative knowledge and transforming knowledge from tacit to explicit, which creates a common understanding among different departments. However, there are a number of challenges in establishing the process as a part of the management system in an organization. One of the difficulties stated was the resistance of organizational units to the changes in the business process, organizational structure, and work culture. In this article, the roadmapping implementation phases at Arcelik A.S., a durable consumer goods company, utilizing roadmapping as a part of the strategic planning process will be discussed. One of the unique contributions of the Arcelik A.S. case study is that the roadmapping methodology integration to other processes, such as strategic planning, portfolio management, and human resources planning, was done seamlessly. The needs and roadmapping implementation challenges in a company, which is expanding itself from local to global, solutions generated for a more suitable application, and lessons learned for roadmapping continuity will be discussed in detail. These learnings could help organizations in adapting similar approaches. The case study could also be a source of academic research on the roadmapping methodology.

The pandemic of COVID-19 has extreme impact than the intense competitors in airlines industry that never turn up in history. It derailed all airlines' operations, company's structure, strategy, and its markets which is highly impact to Thailand's tourism industry. The purpose of this study is to assess the managerial practices of low-cost carriers (LCCs) to enhance the organization's performance during COVID-19. The managerial practices concern with strategic human resources management, organizational culture, high competence personnel, and risk management affect to organizational structure. The quantitative was administered to four anonymous low-cost airlines operating in Thailand. Questionnaires were used to collect data from 150 person of each airline, hence there were 600 samples in total. The descriptive statistic and path analysis were applied. The results found that LCCs stressed greatly on the high competence personnel, followed by organizational culture, risk management, and strategic human resource management affecting organizational structure that led to efficiency and competitiveness of organization. To investigate the effect of management issues of strategic human resources management (SHRM), organizational culture (OC), high competence personnel (HQP), and risk management (RM) on low-cost carriers (LCC) in Thailand toward organizational structure (OS) which result to the competitiveness of high-performance organization (CHPO). The quantitative approach was employed by using structural equation modelling for path analysis. The data was collected by using questionnaires. There were 600 samplings from four anonymous low-cost airlines. The results found that LCCs stressed greatly on the high competence personnel, followed by organizational culture, risk management, and strategic human resource management affecting organizational structure that led to competitiveness of organization. The authors would recommend LCCs to refocus its practices to strategic human resource management during the crisis. Since, the human resource management is dealing with organization changes through the leadership and organizational culture. Finally, researchers have developed the model creating organizational structure. © 2021 Editura Universitatii din Oradea. All rights reserved.

Purpose Numerous empirical studies and meta-analyses have offered ample evidence for the relationship between the strategic management of human resources and a variety of important organizational outcomes, such as individual- and firm-level performance. The outbreak of the COVID-19 pandemic, however, steered the discussion away from the traditional performance-related outcomes of the strategic human resource management and brought to the fore the importance of resilience. The purpose of this paper is to identify areas in which strategic human resource management can help organizations to become more resilient. Design/methodology/approach On the basis of a brief overview of the different phases of the COVID-19 pandemic and its impact on the management of human resources, this conceptual paper uses the Ability-Motivation-Opportunity framework as the backbone for the development of suggestions for the strategic management of employees to create and maintain organizational resilience. Findings A series of actionable suggestions regarding the way forward in building organizational resilience through the effective and ethical management of employees are presented and discussed. Specifically, the importance of using flexibility-oriented human resource management systems is highlighted. This “flexibility-orientation” involves all functions of human resource management, such as selection, training and compensation. Originality/value The proposed suggestions can benefit organizations by offering actionable recommendations regarding the management of human resources by taking stock of lessons learned during the COVID-19 pandemic.

PurposeThis paper examines the development of green skills across firms located in an institutional context, specifically the national education and skill-formation system, of the under-researched developing country of Thailand.Design/methodology/approachThis paper qualitatively explores the Thai education and skill-formation system and conducts a cross-case analysis of four firms across different industries in Thailand. The empirical findings in this paper draws on semi-structured interviews with various stakeholders; field visits to vocational colleges, universities, a nongovernmental organization (NGO) and firms across industries both in Bangkok and in other provinces in Thailand; and a review of archival documents and web-based reports and resources.FindingsThis paper proposes that firms across industries in Thailand must be responsible for helping their employees/workers obtain the green knowledge and skills necessary to perform green jobs through high-road human resource (HR) practices in response to the fact that the Thai education and skill-formation system is unlikely to produce a sufficient number of employees/workers who have green knowledge, skills and abilities and are industry-ready to perform green jobs, leading to a shortage of employees/workers who possess green skills in the labor market. Specifically, curricula in vocational colleges and universities in Thailand are not likely to respond to the needs of firms in producing those employees/workers.Research limitations/implicationsThe limitations of this research concern its methodology. This research is based on the qualitative studies of the Thai education and skill-formation system and a case study of firms across industries in Thailand. Thus, this paper does not aim to generalize the findings to all other countries but to enrich the discussion on the effects of macro-level HR policies on the creation of green jobs and the development of green skills across firms in each country. Additionally, it is difficult to gain access to firms across several industries and various stakeholders to understand the development of green skills among employees in these firms. The reasons are resource constraints, time constraints and the hesitation of firms in permitting the author to access the data. These difficulties have restricted the sources of information to construct a more nuanced picture of firms across various industries in developing green skills among their existing employees. Consequently, this research does not include firms in several other industries, including the pulp and paper industry, textile and garment industry, plastic industry and agri-food industry. Thus, future research may extend the topic of the development of green skills among employees to these industries. Quantitative studies using large samples of firms across industries may also be useful in deepening the understanding of this topic, which is significant from the perspectives of the strategic human resource management (SHRM), comparative institutional perspectives on HR strategies and practices, and green economy.Practical implicationsThis paper also provides practical implications for top managers and/or HR managers of firms in Thailand, other developing countries and other emerging market economies with deficiencies in the national education and skill-formation system. First, the top managers and/or HR managers can apply various methods to internally develop managers and employees/workers with the appropriate environmental/green knowledge and necessary skills to perform green jobs. The methods include classroom training, on-the-job training, coaching, mentoring systems, job shadowing and being role models for younger generations of employees. Second, these top managers and/or HR managers can cooperate with vocational colleges and/or universities in their countries to design educational programs/curricula related to environmental/green management to be able to produce graduates with suitable qualifications for their firms. These managers can request for assistance from universities in their countries when their firms confront sophisticated questions/problems related to environmental/green management. In this regard, universities will have an opportunity to solve real environmental/green problems experienced by industries, while firms can appropriately and accurately solve environmental/green questions/problems. Third, these top managers and/or HR managers can encourage their firms to apply for certificates of green-/environmentally friendly products or carbon footprint labels from NGOs to foster a green image among firms' consumers. These applications require the firms to pay special attention to the cultivation of green awareness and the development of green skills among their employees. Fourth, these top managers and/or HR managers can encourage their employees to express green-/environmentally friendly behaviors as well as sufficiency-based consumption behaviors. In fact, these top managers and/or HR managers can foster their employees to reduce energy consumption, including electricity and water, to conserve these types of energy for young generations. Fifth, these top managers and/or HR managers can adopt and implement green human resource management (GHRM) practices consisting of green recruitment and selection, green training and development, green performance management, green pay and rewards and green employee relations in their firms to upgrade both the environmental and social performances of firms. Finally, these top managers and/or HR managers must take serious actions regarding the implementation of environmental/green management policies and practices within their firms in order to facilitate the movement of the country toward the bioeconomy, circular economy, and green economy (BCG economy).Social implicationsThis paper provides social/policy implications for the government, vocational colleges and universities in Thailand, other developing countries and emerging market economies where the skill shortage problem is still severe. First, the government of each country should incorporate green/environmental policies into the national education policy and the long-term strategic plan of the country. Second, the government should continuously implement such national policy and strategic plan by encouraging government agencies, vocational colleges, universities, firms and NGOs to cooperate in developing and offering environmental/green management educational programs/curricula to produce graduates with suitable qualifications for those firms. Third, the government should encourage vocational colleges and universities to equip their students with green skills to be industry-ready in a real working context. Fourth, to alleviate the skill shortage problem in the labor market, the government should foster firms, especially private sector firms, to focus on the upskilling and reskilling of their existing employees. With this action, their existing employees will have green skills, be able to effectively perform green jobs and become an important driver to help the country move toward the BCG economy. Fifth, the government of each country should encourage firms to develop green-/environmentally friendly products by offering them various types of incentives, including tax reductions or tax exemptions. Sixth, the government should encourage universities in the country to sign a memorandum of understanding with leading research institutes and world-class digital technology companies such that these institutes and/or companies admit high-potential university students to work as trainees/entry-level employees for a certain duration. This action can ultimately facilitate knowledge transfer from these institutes and/or companies to those university students who will finally return to work in their home country. Seventh, the government, especially the Ministry of Education, should encourage vocational colleges and universities to teach students in the environmental/green management program based on real case studies/problems found across firms. In this way, graduates should be industry-ready to perform green jobs. Finally, the government must pay serious attention to the implementation of environmental/green management policies across levels within the country so that the transition of the country toward the BCG economy will finally come true in the future.Originality/valueThis paper contributes to the SHRM, comparative institutional perspectives on HR strategies and practices, and the literature on the green economy and the development of green skills in firms in the following ways. First, this paper focuses on examining how the institutional context of Thailand shapes the development of green knowledge and skills among employees across firms in Thailand. In this regard, the paper aims to fill the gap in the literature on strategic HRM and comparative institutional perspectives on HR strategies and practices as proposed by Batt and Banerjee (2012) and Batt and Hermans (2012), who suggested that the literature on strategic HRM should go beyond the organizational context and examine how firms adopt and implement HR practices in response to the national institutional context. Second, the paper aims to extend the literature on the green economy regarding the roles played by institutional factors in shaping the development of green knowledge and skills across firms. Finally, strategic HRM, comparative institutional perspectives on HR strategies and practices and green economy studies have overlooked the under-researched country of Thailand. Most studies in these three areas focus more on developed countries. Thus, the findings of this paper should extend the literature on those areas regarding the development of green skills among employees across firms in response to the Thai institutional context.

Human capital is a precondition for regional development and influences, to a great extent, the value or worth of a region. Especially in a turbulent environment, human capital is a key factor to keep a region competitive and innovative. This paper addresses employer branding as a sustainable strategy for companies, located in the border region of Northern Austria, to manage their human resources. The region is characterized by mostly small and medium sized enterprises which increasingly face labour shortage because numerous residents commute to more urban areas. Hence, employer branding contributes to regional development by attracting and retaining qualified people who not only live in the region but are also willing to work there and invest their talent into the development of new and innovative products or services. An empirical study was conducted to gain insight into how precious human capital can be secured in order to reinforce regional development and encounter the labour shortage problem. Interesting information about employers’ and employees’ values was discovered. Based on the results, companies in the target region require an enhanced human resource strategy in order to be visible for potential employees and to retain existing employees. That is to say, companies that are noticeable and attractive have better chances to entice qualified people which, in turn, positively influences regional development, as people not only live but also work in the region and invest their potential. Talented people not only spur the innovative strength of a company but also determine the success of an organisation. New approaches towards managing human capital and their impact on the target region are presented in this paper.

The present study aimed to design a strategic human resource management model in the Ministry of Science with emphasis on strategic thinking. The statistical population of the present study consisted of two groups, the first group included experts familiar with the subject under study and the second group included faculty members at universities in the southeast region of the country (Kerman, Sistan and Baluchestan, Hormozgan). Stratified sampling method in line with the volume of classes was also performed. At last, a total of 340 questionnaires were completed and collected. Kaiser-Meyer-Olkin (KMO) criteria were used to ensure the validity of the data and to examine the accuracy of the sampling before the factor analysis. Based on the findings, the value of KMO on strategic thinking, strategic human resources management were 0.903 and 0.913, respectively, which is an acceptable value. Data were analyzed using SPSS software version 23 and AMOS version 23. In the present study, a significance level was considered 0.05. Statistical methods such as one-sample t-test, confirmatory factor analysis and structural equations were used to investigate the research questions. Results from the structural equation model demonstrated that there was a significant relationship between strategic thinking and strategic human resource management.

Diversity management as a research domain has led to the emergence of a rather mixed bag of studies with conflicting findings. This review article seeks to synthesize these insights and then uncover the major theoretical perspectives that guide the crafting of the strategic human resource (HR) function specific to promoting diversity praxis in organizations. Eighty papers are reviewed using thematic review and content analytic methods. There are three sequential parts. First, we spend some time on how diversity has been conceptualized in academic literature and how it came to be linked to organizational performance. Second, we attempt to understand the definition of ‘diversity management’, review its implications for the strategic HR function and locate it with regard to functional HR practices. In the final part, we actually look at the black box contents, i.e., we review organizational HR activities that have been documented by scholars and the theories that have informed these activities at firm level and extra-firm level. Extensive research directions are suggested. A critique of praxis is offered, and how it is currently limiting academic inquiry is discussed.

Strategic human resource management (HRM) research considers HRM systems a potential source of competitive advantage due to their positive effects on performance outcomes. However, previous research has not paid enough attention to how peer companies' use of HRM systems is associated with the adoption and the effects of HRM systems of a focal company. Specifically, drawing upon the institutional theory, we propose that a focal company's adoption of high-investment human resource systems (HIHRS) will be positively related to the level of HIHRS used in its peer companies. We also argue that the extent to which a focal company's HIHRS use is associated with organizational outcomes is contingent on the adoption of HIHRS in peer companies. Using a sample of 912 publicly traded companies in the U.S. stock market from 2002 to 2015, we found a positive relationship between the average HIHRS use of peer companies in the previous year and the change in focal company's HIHRS use. We also found that a focal company's HIHRS use is more likely to enhance financial performance (e.g., sales growth and profit growth) when the adoption of HIHRS is low in peer companies. However, HIHRS use is more positively related to employer certifications received by a focal company when the adoption of HIHRS is high in peer companies. These findings suggest that peer companies play an important role in understanding the adoption and the effects of HIHRS use of a focal company. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Human resource strategy is part of the business strategy implementation process. Certain business strategies require specific competencies and personal characteristics. Human resource strategy is a derivation of changes in business strategy or company strategy.This research is intended to know:1) What is the stated business strategy of the Catholic University of Saint Thomas Medan? ; 2) What is the human resource strategy implemented by the Catholic University of Saint Thomas Medan? ; 3) .Is the human resource strategy implemented in accordance with the business strategy of the Catholic University of Saint Thomas Medan? Based on the results of the analysis, it is known that the human resource strategy is in accordance with the business strategy of the Catholic University of Saint Thomas Medan. This can be proven by the following data: a) In 1984-2000, the Corporate strategy was a Growth strategy by conducting Market Development and Product Development. The Business strategy is Defender while the Human resource strategy is Club; b) In 2001-2015, the Corporate strategy is Growth (Product development) and Retrenchment (Turnaround). Its Business strategy is Defender and Reactor, while its Human resource strategy is Club and Fortress; c) In 2016-present, the Corporate strategy is Stability and Growth (Market development & Product development). The Business strategy is Analyzer and the Human resource strategy is Academy.

PurposeThis study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.Design/methodology/approachSemistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.FindingsThe findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.Practical implicationsThe findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.Originality/valueThe novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.

Purpose Although managers and academicians have recognised the importance of high-commitment work systems (HCWS), work engagement and psychological capital (PsyCap) in service firms, many questions remain unanswered. This study aims to fill the gaps in the area of work engagement by considering the relationships among HCWS, PsyCap and work engagement. In this cross-sectional study, the author drew on the social exchange theory to analyse these relationships. Design/methodology/approach Cross-sectional data from 309 employees from India’s services sector was collected to investigate HCWS and work engagement associations. The data were analysed by structural equation modelling. Findings The study findings integrate the existing literature on human resource (HR) systems and positive psychology by identifying the critical role of PsyCap in passing the positive effects of HCWS to engage employees in their work. Further, it supports the assumption that PsyCap is formed primarily based on organisational practices, thereby addressing the paucity of research that examined the antecedents of PsyCap. Practical implications Owing to study findings, service firms are encouraged to carry out human resource development intervention(s) to make their employees psychologically capable. Since PsyCap is a state-like construct, it can be developed among individuals. Thus, managers can develop their employees’ PsyCap through various training interventions. Originality/value The mediating role of PsyCap in the HCWS and work engagement in India’s service industries settings was tested. The present study’s findings contribute to the theory of strategic human resource management by explaining how HCWS can help employees engage better in their work.

One of the main challenges of hospitals is estimating the nurses required. This study aims to develop a norm for estimating the required number and types of hospital nurses using standard ratios of...

The study examines the effect human resource planning has on the performance of public sector organizations in Nigeria. The study adopted a cross-sectional survey research design with the collection of primary data using a questionnaire that was administered to 100 employees in the human resource department of the Ministry of Works and housing in Abuja, Nigeria. Correlation analysis using Pearson correlation was employed to determine the relationship between the variables and regression analysis was used to analyze the hypotheses with the aid of the IBM statistical package for social sciences. The result findings revealed that the multiple correlation coefficient indicates a strong correlation between the variables (R= 0.779). and that projected demand for workforce and recruitment and selection account for 60.7% of the total variation in organization performance. Of the two variables used, the recruitment and selection process account for the highest contribution to organization performance. Effective human resource planning in terms of projected demand for workforce and recruitment and selection will enable institutions to attract the right kind of people in the right numbers, improve employees' expertise, talents, and abilities, and keep them in the business. The study recommends that the recruitment and selection process should be open and transparent with little or no political interference to allow for the selection of applicants with the right expertise and skills into the workforce.

The Organization of the Petroleum Exporting Countries and the Russian Federation are the key players in the global hydrocarbon market today. The successful hydrocarbon development is inextricably linked to the provision of highly qualified personnel for projects being implemented. To develop a universal methodology for planning the number of personnel of certain qualifications for the hydrocarbon deposit development in the shelf area is the main purpose of the study. A tool for prognosis and planning the number of personnel for offshore oil and gas projects is proposed. This methodological tool is based on a model of a static balance between the available human resource potential and the personnel requirements, which is expressed by a system of equations. The calculation is carried out on the example of an offshore project of the oil and gas company.

Networked governance requires public managers to think and act strategically across organizational boundaries. Taking the literature on the transition from government to governance and its implications for Human Resource Management (HRM) as a starting point, we argue that not only top management, but also lower-level employees are likely to be involved in this work. In order to invest effectively in the strategic and collaborative competencies required for networked governance at all levels of the organization, one needs to be able to assess strategic capacity. This article develops an assessment framework based on an in-depth case study conducted in a government department in the Netherlands over a 6-month period. We evaluate an initial framework to assess strategic capacity derived from existing literature and propose an augmented framework that acknowledges the tension between different accountability relationships and the need for continuous, structured, reflective interaction between managers, employees, and key stakeholders.

Purpose To evolve sustainable practices for human resource planning (HRP) for hospitals being set up in Tier 2/3 cities in India. The purpose of this study is to determine the strategic challenges are faced by hospitals in Tier 2/3 cities. To align HRP/workforce planning to departmental strategic/business planning of the hospital in the defined context. To address the dilemmas of the prospective health-care workforce in Tier 2/3 cities. Design/methodology/approach The integrated methodology adopted uses the grounded approach for building theory from practice. Due to the lack of research in the identified context, the study relies on a review of literature related to health-care practices, HRP and general management inputs to evolve the exact interview questionnaire. The subsequent empirical analysis is based on interviews of niche human resource experts in private hospitals. Findings The traditional and successful model of private hospitals in the metro cities cannot be transplanted to the Tier 2/3 cities. The thumb rule on a ratio between the doctors, paramedic staff, nurses and other support staff requires to be modified as necessary. Uncertainty in the new context requires the outlook to be basic, uncomplicated, flexible and agile. Attracting and recruitment strategies require adopting an innovative and multipronged approach. Sourcing high-end specialists need not follow the retainership model of employment. Practical implications The need to penetrate health-care services to the Tier 2/3 cities within India cannot be disputed. With the increase in disposable income and standard of living in these cities, access to quality and affordable health care is also imperative. The study is a pioneering effort to suggest a practicable and uncomplicated model for hospital setup in the identified context, with a focus on HRP. Originality/value This paper offers novel perspectives to the HRP of health-care personnel for a hospital setup in Tier 2/3 cities in India. For the success of private hospitals and their financial viability, this planning is of utmost importance. There is an attempt to fill the knowledge gap in the context which has been rarely explored or ventured. In addition, the policy initiatives suggested are expected to encourage the growth of private hospitals within the Tier 2/3 cities in India.

The purpose of this study was to analyze the human resource planning process at the Hot Strip Mill 2 (HSM#2) factory at PT. Krakatau Steel, Tbk from before it was established until the first commercial operation (first coil). The existence of human resource planning is very important forfactory new, so that human resources will be obtained in quantity and quality in accordance with the needs to support effectiveness and efficiency in order to achieve the vision and mission set by the company. HSM#2 factory isproduction work unitPT. Krakatau Steel, Tbk which started operating for the first time (first coil) on May 17, 2021. The research method is qualitative descriptive using a phenomenological approach that will reveal the experiences of leaders and the human resource planning department related to the HSM#2 factory. The number of informants is7 people consisting of2 persons the manager who makes the mapping of human resource needs, and5 staff person directly involved in human resource planning at the HSM#2 plant. Data were collected beforehand by using interview techniques, document studies, and field observations. Data were analyzed using SWOT matrix analysis by considering strengths, weaknesses, opportunities, and threats. The results of the study indicate that at the time of planning human resources, the procurement of employees is divided into two, namely those from internal for supervisory, superintendent, and manager positions and those frommix of internal and external for officer, foreman, and supervisor positions.

Background: The purpose of this study was to consider the basic scenario for predicting the need for general practitioners in Kazakhstan until 2030. Material and methods: A basic health care human resource planning model consists of supply and demand components, analysis of the outcomes of the prediction, and planning future actions. Stock-flow consistent model was built by using current situation and projected Kazakhstan population, retirement rate, attrition rate and adding the estimated number of new graduates. Results: According to the proposed scenario, in some years of the forecast period, both an excess and a lack of a general practitioners offer are possible. The largest surplus, 226 doctors, is predicted in 2024. However, starting in 2027 their shortage is possible, with a peak of 339 general practitioners in 2030. Conclusion: Considered scenario leads to the fact that inflow does not cover the increasing needs of primary health care associated with population growth. In this case, our forecast is the basis for medical schools to adjust the number of general practitioners students in internship, seeking a balance of supply and demand.

Purpose - This study is based on the issue of careerism criticizing the term career which constitutes a part of business life. Whether the demographic characteristics of employees make a difference in career perceptions and careerism tendency in the covid-19 pandemic has been investigated. Design/methodology/approach - In the research, relational scanning from quantitative method was adopted and the data that were the basis of the research were collected with a questionnaire. Careerism and Covid-19 career perception scale were used in the questionnaire. The sample consists of employees who are volunteering to participate in the survey during the Covid-19 pandemic process, affiliated with an institution in the districts of Basiskele, Kartepe and Izmit in Kocaeli province. Data were collected from 493 participants in the research. Findings - Explanatory factor analysis, reliability analysis, t-test, manova analysis were applied to the data obtained. The accepted significance level for the acceptability of the analysis was determined as 0.05. As a result of the research, it was determined that income made a difference in covid-19 career perception, marital status in careerism perception and covid-19 career perception. Discussion - Covid-19 career perception is thought to be a guide for short-term human resources planning. The demographic variables that provide the personal traits profile of the employees; It is hoped that determining whether careerism and covid-19 make a difference in career perception will contribute to human resources and business management.

The aim of this study is to ex amine the impact of human resource planning (HRP) in achieving strategic goal of the firm and organizational productivity. Structural equation modeling (SEM) approach is used to investigate causal relationship among exogenous and endogenous variables. Findings indicate that underpinned factors like talent management, succession planning, job analysis, staffing plan, and career development have showed positive impact to predict strategic goals of the firm. The interaction effect between achieving strategic goal and organizational innovation is found significant and confirmed that the positive relationship between achieving strategic goal of firm and organizational productivity will be stronger when organizational innovation is higher. Effect size analysis〖 f〗^2 indicates that employee creativity has the highest effect size in achieving strategic goal of the firm. Finally, the current study contributes to theory and practice while showing the importance of human resource planning in predicting organizational productivity.

The ‘ABC’ Cement Industries Ltd has entrenched in the year 1955 in the most economically disadvantaged and industrially deprived location of Southern India. After words, the industry nourished as a very big cement industry in the region. Subsequently, the founders put their sustained efforts to emerge the ABC industry as a market leader. From the past half decade the company was creating thousands of employment opportunities to the unemployed youth in the region. At the outset the ABC cement industry produced only 200mts per day and later it has increased its production to 4000 TPDs after contraption. The then dynamic founder entrepreneur under whose custodianship the ABC cement industry was flourished, such founder was passed away and the industry is looked after by their heriditaries.

Personnel management will demonstrate how businesses should recruit, develop, use, assess, and retain workers in terms of both amount (quantity) and kind (quality) The goal of this article is to implement a project assigned to one of the Entrepreneurship Courses during the Covid-19 Pandemic. The process of identifying and recruiting the personnel required by the company to become employees is known as recruitment. Vacancies, promotions, transfers, retirements, terminations, permanent disability, death, and labor turnover may need recruiting. A successful HR strategy requires the completion of many stages. Human Resource Planning (HRP) is a set of actions that a company does to anticipate future business and environmental needs. Human resource planning is required to fulfill the organization's requirements for specific jobs to be filled. The procedure includes identifying which jobs must be filled, the number of workers required, and when they will be required. In HR planning activities, job analysis has a tight connection with job analysis (Human Resources) Efforts to move and reorganize work activities in different groups are included in job design restructuring. Employee training is a long-term investment in workforce development that pays out handsomely. It's a technique/tool for executive management and growth.

Purpose This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management. Design/methodology/approach In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework. Findings The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company. Originality/value There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.

The purpose of this study was to analyze the direct effect of Strategic Service Quality Management on Good Work Climate; Strategic Human Resources Planning & Budgeting on Work Climate; Strategic Service Quality Management on Organizational Effectiveness Performance; Strategic Human Resources Planning & Budgeting on Organizational Performance Effectiveness; Work Climate on Organizational Performance; indirect influence of Strategic Service Quality Management on Organizational Performance Effectiveness mediated by Work Climate and Strategic Planning Human Resources & Budgeting on Organizational Performance Effectiveness mediated by Work Climate. The population in this study were employees of Lantamal III Jakarta with a population sample of 172 respondents. The findings of this study are that there is an influence of strategic service quality management and strategic planning of human resources & budgeting on the effectiveness of organizational performance mediated by the good work climate and the seven hypotheses proposed are all proven to be accepted. Good Work Climate plays a very important role as mediation in improving Strategic Service Quality Management and Strategic Human Resources Planning & Budgeting on Organizational Performance Effectiveness.

As technology convergence is attracting increasing attention, many companies pay attention to human resources planning for the convergence R&D. This study proposes a patent-based R&D employee search framework for the firms planning to develop convergence technologies. We apply this framework to an automobile company searching patent inventors in the Information and Communication Technology (ICT) field, reflecting the future convergence trends in self-driving vehicles. ICT patent inventors were evaluated based on their ICT patents scored in three steps. First, the importance of the ICT areas they cover is considered in terms of International Patent Classification code by taking into account the converge potential with the focal firm’s technologies in the future. Second, the feasibility of convergence with the ICT technologies that the focal firm wants to cover is assessed. Finally, various inherent values of ICT patent are considered. The proposed framework is expected to improve the efficiency of the process of spotting candidates for convergence R&D.

Burgeoning research on workplace dignity has captured the interest of organizational-behavior scholars. However, research to date has either focused on the conditions that contribute to workplace dignity or how individuals experience and respond both to dignity and dignity threats. Little is known about the psychological and behavioral consequences of dignity in the workplace. Building on the resource caravans principle of conservation of resources (COR) theory, this study attempts to bridge this gap and investigates ‘how’ employees’ perceptions of workplace dignity might affect their discretionary work effort. Two-wave survey data were collected from 180 employees in the development sector organizations in Pakistan and the bootstrap mediation analysis using PROCESS macro was performed to test the hypothesis. Whilst workplace dignity, organization-based self-esteem, and discretionary work effort were found to be positively associated with each other, organization-based self-esteem mediated the workplace dignity–discretionary work effort relationship. More specifically, workplace dignity positively predicted discretionary work effort through increasing organization-based self-esteem. As a pioneering study examining how workplace dignity affects discretionary work effort, this research not only advances the relevant literature, but also lends credence to COR theory’s relatively less scrutinized resource caravans principle. Implications for theory, research, management practice, and strategic human resource management are also discussed.

Aim: The objective was to test how nurse burnout impairs day-to-day adaptive self-regulation strategies that link levels of regulatory resources with employee job performance. Background: Regulatory resources help employees manage their thoughts, feelings, and behaviours on a daily basis. On days when these resources are low, employees may engage in maladaptive self-regulation: more self-undermining (i.e. creating additional obstacles) and less job crafting (i.e. optimizing job demands and resources), which debilitates their work performance. We expected that self-regulation is impaired especially when individuals exhibit low motivation and low ability to regulate their behaviour, that is, when they experience elevated burnout. Design: This research used a daily diary design. Nurses responded to a general survey and then completed daily diary surveys in three different moments: before, during and after work for 10 consecutive workdays (total reports N = 732). Method: A sample of 81 nurses from Polish hospitals and primary healthcare centres completed self-reported questionnaires between January and March 2018. Hypotheses were tested using multilevel modelling in Mplus. Results: Momentary self-regulatory capacity before work was negatively related to self-undermining and positively related to job crafting, and it indirectly predicted daily job performance. As hypothesized, these indirect relationships were moderated by general, chronic burnout. We found that only for employees with low levels of burnout, daily self-regulation was linked with better functioning via increased job crafting and decreased self-undermining. Conclusion: Chronic burnout disturbs day-to-day behaviour regulation. Individuals with elevated burnout symptoms have difficulty to translate momentary boosts in regulatory resources into adaptive strategies that are linked with higher performance. Impact: Our findings call for better recovery programmes, strategic Human Resource Management practices aimed at reducing factors that deplete daily self-regulatory resources, and finally top-down interventions preventing burnout among employees in the healthcare system.

PurposeIn this research, the authors try to answer the question of when broad-based employee share ownership (ESO) is more likely to be used and how it can be managed more effectively from the vertical fit perspective in strategic human resource management (HRM).Design/methodology/approachThe study analyzes an unbalanced panel sample of 614 organizations (1,601 organization-year data points) in South Korea, utilizing hierarchical linear modeling (HLM).FindingsThe analysis demonstrates that organizations are more likely to adopt broad-based ESO when they utilize the prospector and analyzer strategies as opposed to the defender strategy. The analysis also reveals that the relationship between broad-based ESO and labor productivity is positive only when organizations utilize the prospector strategy as opposed to other types of strategies (i.e. analyzer and defender strategies).Practical implicationsThe findings first indicate that the decision to adopt a broad-based ESO in organizations should be informed by their business strategy if they want to enhance labor productivity. Specifically, the results demonstrate that only the prospector firms, rather than defenders or analyzers, can reap the productivity benefit of broad-based ESO. Second, since innovation is a major source of productivity for prospector firms, the findings demonstrate that a broad-based ESO can be a vehicle that drives innovation. As a result, firms may want to consider utilizing broad-based ESOs to foster innovation.Originality/valueThe findings emphasize the relevance of the “vertical fit” perspective in examining the broad-based ESO and firm productivity relationship. Most past research utilized the “horizontal fit” framework in refining the relationship between broad-based ESO and productivity. Thus, the study emphasizes the need to utilize the “vertical fit” perspective, and not only the “horizontal fit” perspective, in the broad-based ESO research. Through this, the study meaningfully extends the research on the productivity effect of broad-based ESO by adding an important moderator (i.e. strategy) to the model.

Although the strategic human resource management (SHRM) stream of research has made impressive progress in recent years, the majority of it has become centered on the “universalistic” relationship ...

In spite of the designation, research in strategic human resource management (SHRM) has largely focused on tactical rather than strategic issues. These studies have attempted to explain whether fir...

The theoretical soundness and practical relevance of strategic human resource management (SHRM) scholarship has recently come under scrutiny. The goal of this symposium is to offer a starting point...

The concepts of fit and alignment have been foundational to the field of strategic human resource management. And while the theoretical premises that underlie these concepts remain useful and intui...

This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.

This study aims to model a workforce-planning problem of pilot roles which include captain and first officer in an airline company and to make an efficient plan having maximal utilization of minimum workforce requirements. To tackle this problem, a mixed integer programming based a new mathematical model is proposed. The model considers different conditions such as employing pilots with different skill types, resignations, retirements, holidays of pilots, transitions between different skills regarding needs of the demands during the planning horizon. The application of the proposed approach is investigated using a case study with real-world data from an airline company in Turkey. The results show that a company can use transitions instead of new employment and this is a more suitable medium-term production and human resource planning decision.

PurposeTo understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR data quality along with descriptive and predictive financial and non-financial metrics.Design/methodology/approachThis work utilizes the grounded theory method. After the literature was reviewed, 113 HR managers of multinational and national companies in India were interviewed with a semi-structured questionnaire. The collected interview data was analyzed with NVivo 8.0 software.FindingsIt is interesting to uncover the descriptive and predictive non-financial and financial metrics of HR practices and their influence on organizational performance. It was found that HR data quality moderates the relationship between the HR practices outcome and HR metrics. This study found that HR metrics help in HR decision-making for strategic HRM and subsequently affect organizational performance.Originality/valueThis study has uniquely provided the descriptive and predictive non-financial and financial metrics of HR practices and their impact on HR decision making, strategic HRM and organizational performance. This study highlights the importance of data quality. This research offers insights to the HR managers, HR analysts, chief HR officers and HR practitioners to achieve organizational performance considering the various metrics of HRM. It provides key insights to the top management to understand the HR metrics' effect on strategic HRM and organizational performance.

The Training Needs Analysis (TNA) process is essential for identifying issues with organizational and individual performance and their possible causes. Previous TNA theoretical models tend to be limited when it comes to considering factors that affect performance, but cannot be addressed through training and are not clear on how to combine the “big data” of HRM. They also propose data collection methods that are limited in coverage and time-demanding. This research takes a case study approach that seeks to explain how this procedure is carried out at the International Bank. It challenges the extent to which the TNA is aligned with the organization's objectives and people's performance. As a result, this research proposes an improved and comprehensive TNA model, which places strategic goals instead of competence analysis at the core of the TNA to close performance gaps. The new TNA process takes a data analytics approach from several Human Resource Management (HRM) processes to improve the connection between training needs and business priorities with optimal organizational performance. Additionally, the in-depth performance and competence data analytics review proposes a flowchart of other personnel development processes that are oftentimes wrongly achieved through training.

PurposePresent day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP.Design/methodology/approachThe constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability.FindingsThe results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD.Research limitations/implicationsThis study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes.Practical implicationsThe results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD.Originality/valueThis study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

Although internationally there is a growing interest in strategic human resource management (SHRM) in the educational context, few studies explored SHRM in schools. This qualitative study explores if five common human resource management (HRM) practices (i.e. recruitment and selection, assignment, evaluation, rewards, and development) are aligned with schools’ strategic planning and individual teacher needs. The analysis is based on 194 semi-structured interviews with school leaders and school team members in 24 schools in Flanders (Belgium). After a within-case analysis, a classification was made for each school for each HRM practice under investigation based on a classification scheme indicating the strategic focus per HRM practice. The cross-case analysis shows that for some HRM practices the alignment with school’s strategic planning and individual teacher needs is identified in more schools (e.g. for ‘professional development’) than for other practices (e.g. for ‘rewards’). The findings of this study contribute to our understanding of SHRM within the education sector and provide schools with tools to invest in SHRM.

Using five waves of Korean Workplace Panel Survey (KWPS) data, we examine the mediating effects of internal communication channels on the relationship between strategic human resource management and organizational performance. Comparing public, nonprofit, and for-profit organizations, we demonstrate significant sector differences in communication. Our analyses show that only for-profit firms have been able to tap into the advantages of internal communication channels in an effort to improve the alignment between strategic human resource management and perceptions of organizational performance. From the findings, we suggest that public and nonprofit human resource managers may have a number of structural, cultural, and knowledge barriers to effective communication.

To analyze and obtain the real description regarding the management of human resource at Micro, Small and Medium Enterprises (MSMEs) of Tourism Sector, which is understood through five aspects, which respectively are Transglobal Leadership, Job Involvement, Quality of Work Life, Organizational Citizenship Behavior, and Human Resource Performance. besides that, it is also necessary to understand the management of tourism marketing, which is understood through two aspects, that are Responsibility Marketing and Competitive Sustainability Tourism. The population of this research includes all human resource personnel at MSMEs of the Tourism Sector and all foreign and domestic tourists in East Java. The sample in this study was 200 MSMEs of the Tourism Sector that are selected from 10 regions with tourism potentials in East Java Province. From each MSME, there are 4 employees and 3 tourists who are chosen as respondents. This research involved 800 employees and 600 tourists, either foreign or domestic. Analysis technique uses Biplot / Cluster Analysis, which is aimed to obtain real description concerning human resource management and tourism marketing management at MSMEs of Tourism Sector. The results show that MSMEs in the Tourism Sector with Transglobal Leadership competitive advantages are found in Sidoarjo, Kediri, Blitar, and Malang districts. The competitive advantage of Quality of Work Life is found in Malang City and Kediri City. The competitive advantage of Organizational Citizenship Behavior is in Pasuruan Regency. The competitive advantage in Human Resources Performance is in Batu City. The competitive advantage of Responsibility Marketing is in Pasuruan Regency. Competitive advantages in Competitive Sustainability Tourism are found in Pasuruan City and Blitar City. This study introduces an integrated holistic compilation of the theoretical concepts of human resource strategy and marketing strategies implemented through the concept of responsible tourism marketing, which is applied to the MSMEs in the Tourism Sector in East Java Province.

Strategy scholars have long studied the strategic implications of firm-specific human capital but have almost completely ignored their conceptual dual: firm-specific worker incentives. This paper proposes that firm-level incentives can also vary in firm specificity, and accordingly, firm-specific incentives may help to explain advantages independent of the firm specificity of human capital. Results from a proprietary data set, including data from 284 software development firms and matched employee-level compensation data for 8,208 software developers in 99 of those firms, suggest that firms with higher firm specificity in their incentive bundles may have lower dysfunctional employee turnover rates as well as lower wage–tenure slopes. In other words, these firms may lose fewer employees who they would prefer to keep and may be able to do so while still offering lower wage increases over time than their competitors in the labor market. Thus, firm-specific incentives may provide a viable alternative pathway to human capital–based competitive advantages.